Induver future-proofs business with digital transformation strategy
Induver, a Belgian B2B insurance broker with a focus on medium-sized enterprises, wanted to prepare its team for a digital transformation process imperative for the industry. Rethinking the current business model was considered critical in order to offer more relevance to its clientele, while remaining competitive.
In line with service design principles, we developed a human-centric digital strategy, in other words:
- A digital-led strategy with customers and employees at the core, and
- Different development tracks operating in parallel at different speeds.
This human-focused and phased approach was important, as it was the only means to continue to bring relevant and future-proof service levels to Induver’s customers, and to ensure the internal stakeholders’ lightning-fast adoption of this radical business transformation.
Induver wanted to be more relevant in the lives of both their customers and their employees – to that end, we employed our Consumer Centricity Model to cultivate that relevance.
The model focuses on three layers:
- Consumer Moments of Truth vs Brand Touch points. Identifying the consumer’s various Moments of Truth, and which touch points on their journey resonate with their requirements
- Consumer Needs vs Brand Solutions. Identifying and understanding the consumer’s intrinsic needs, and how to create or tailor specific solutions to address these needs.
- Consumer Life vs Brand Purpose. A consumer is only a consumer for a small portion of their day, in other words, a consumer’s needs and wants shift depending on the ‘hat’ they’re wearing in the moment (be that the hat of Manager or employee, the hat of parent or child etc.); brands that ensure that whatever they do for their consumer is rooted in their brand purpose, effectively transcend their own category and become much more relevant to more consumers in more situations
(To read more about the Consumer Centricity Model and its application in various sectors, download your free copy of our Customer Journey Revolution bookzine)
With this model as the framework, the project started with a strategic workshop where we defined Induver’s future-proof purpose, and its Big Hairy Audacious Goal (BHAG) across its touch points, solutions and brand. Using the insights gleaned from the consumer end employee journey map, created through a series of in-depth one-on-one interviews with customers and personnel alike, we could test these goals against the needs and wants recorded in the pre- and post-sales journeys of its customers and internal stakeholders. The prioritized needs steered the business’ transformation process onto different development tracks: what needs to be done to digitize in the short- to mid-term to satisfy the stakeholders’ evolving needs, while creating new business models that deliver against the BHAG and the most fundamental customer needs.
In an ideation workshop, we worked with the teams responsible for these tracks using a ‘Today, Tomorrow, and The Day After Tomorrow’ framework, where we created concrete feature lists for each track, all of which could be linked back to consumer needs during a specific moment in the journey.
While customers are still very satisfied with Induver’s high service levels today, internal stakeholders already crave for digital tools to ease the job (i.e. less administrative work) and to bring truly added value to the business and consumer alike by tomorrow. As such, the perfect conditions were created to be more relevant in the day after tomorrow.